We offer an extensive array of workshops designed to fit the needs of your business. To see our full selection, please view our catalogue, or you can read summaries of our core competencies below.Catalogue
How do you know which members of your team are ready for a leadership position? The old
markers of tenure and experience are no longer enough. The idea that talent should always be
promoted leads to “the right people on the right bud in the wrong seat.”
In this workshop, we discuss how core values should determine leadership potential. We also
discuss the potential metrics by which we can identify new leaders.
What is leadership? This question alone can spur thousands of hours of discussion. Within it,
we discover there is no single qualifying trait for effective leadership. As we look at past
leaders and current trends, we discuss leadership practices and tendencies.
What unlikely leadership traits do you possess that are laying dormant? What incredible
leadership potential is sitting within your organization waiting to be unleashed?
The greatest organizations recreate themselves over and over again. They create a legacy that
crisscrosses every level of the flowchart and matriculates through the hands of leadership
from one generation to the next.
Mentoring is the key to culture procreation. If we are going to build an organization on a specific
set of values, mentoring new leaders is imperative for those values to continue.
Bob Proctor said, “A mentor is someone who sees more talent and ability within you, than you
see in yourself, and helps bring it out of you.”
In this workshop, we discuss both the theory and pragmatics of mentoring in the workplace.
Now, more than ever, effective organizations must communicate between departments. In
fact, multiple prepositions must be considered for cross-department training: in departments,
among departments, through departments, above, below, around.
Communication between departments is the bedrock for transformative teams. But, have you
considered cross-department training? How can we not only communicate between
departments, but teach one another what we are doing? We will discuss how to make this
incredible paradigm shift in your organization.
“Every organization will succeed only to the level of felt ownership of its employees.” – Jerrod Murr
We have a subconscious lid on our organizations. This lid is created by the level of believed,
or felt, ownership of our entire team. Do your team members consider themselves “owners?”
Do they take personal responsibility for their work and genuinely care about the future of the
organization? Or, are they just passing by?
Ownership is where culture and entrepreneurship meet. We will explore both aspects and
discuss higher levels of implementation for exponential levels of growth.
Many consider trust to be a soft skill unnecessary for success. This could not be further from
the truth. It is not fluffy, or optional. Trust is foundational for any contractual transaction to
Exchange the word “trust” for the word “credibility.”
Is your organization credible? Are your employees credible? Who believes that?
In this workshop, we discuss the importance of trust and practical strategies to increase
credibility among every level of our organization and increase trust with all shareholders.
Entropy, as expressed by the Second Law of Thermodynamics, is an all-pervasive natural
force, similar in importance to gravity or electromagnetism. Entropy permeates all aspects of
human existence. Entropy explains why it is easy to lose money and difficult to make money.
Entropy is the force behind Murphy’s Law: Anything that can go wrong, must go wrong.
We have this natural tendency toward chaos. How do we reduce, or eliminate, the chaos that
can cause disruption? This reduction in chaos (in its many forms) naturally increases order,
productivity, and profitability.
Change is often, if not always, perceived as a negative experience in the workplace. If tithings
were good, we would not change them. But what if we took this idea and turned it on its
Quite literally speaking, there has never been a positive improvement in human history without
change. We must change if we are going to learn, improve, and grow.
In this session, we will look at change management through a proactive lens and teach skills
that lead to innovation through change.
The ability to communicate an idea through verbal presentation cannot be underrated as a
leader. In all areas of our organization, can our team members effectively communicate?
This session teaches not only the art of public speaking, but the core values that can guide
every presentation you ever need to deliver.
One body, many parts. If each part of the body is not effectively communicating with the
others, the organism will cease to function properly.
Proper functioning is often the difference between good organizations and great
organizations. How does the C-suite connect and communicate with the from line? How do
department managers understand each other? Is the vision aligning with the execution?
The formation and adherence to effective lines of communication is achievable. We can show
Conflict is inevitable, resolution is optional.
The reaction to conflict is an indictment of one’s leadership ability. The good news is that
conflict resolution is a teachable skill rather than a natural gift. All conflict comes from unmet
expectations. When we learn how to set and adhere to expectations, we create a clear
pattern for conflict resolution.
All businesses need training, because all leaders need training. We, as leaders, are either
growing in our abilities or decreasing in them. At Paradigm Shift, we recognize the need for
training in a small business setting and are ready to deliver that training.
In every sector, at every level, in every geographic region, we have a common denominator:
We must actively seek to build our connections with an ever-increasing strategy for both
personal and corporate networking. In this session, we will teach the personal skills to
become a better network builder and the team strategies for total success.
“Global reach happens one handshake at a time.”
The greatest leaders recognize opportunity. We call this “Parlay.” The recognition of one
opportunity and creating more opportunities from it. At all levels of management this is
possible. Sales calls creating more clients. Networking creating more relationships. Team
meetings creating more rapport. When we create an environment of action and opportunity, it
begins to multiply with a compounding effect.
We teach teams how to create this attitude and build this expectation.
Our culture dictates our goals which dictate our actions.
Culture is currently being created. We cannot stop it. We can only guide it.
The question, then, becomes “is our desired culture being embodied every level of our
organization?” Culture creation at every level can be embraced. We help connect the vision of
your organization to the actions, and teach strategies to cultivate positive reinforcement in all
Diversity does not equal minority. It is much broader.
Inclusion is not a policy, it is a value.
Diversity and inclusion are hot topics. But they should not be fads. They should be outcomes
from principles that we truly believe. Instead of approaching these topics from the basis of
fear, we radically approach these topics from the basis of opportunity.
In our radically changing world, a radical approach to culture clashes is necessary. This
approach will set transformative organizations on a another plane of positive change, and set
them apart from fear-based competitors.
“Momentum begets momentum, and the best way to start is to start.” – Gil Penchina
Building momentum is not a matter of happenstance or luck. We take a look at historic
moments of momentum to recognize tendencies, and develop those practices.
Momentum is rooted in the moment. We work with your team to recognize important
moments, and capitalize on them. Likewise, we can also learn how to create those moments
that build momentum. The origin of the word means “to move.” Let’s move forward together.
All organizations are dependent upon individual employees actively producing meaningful
work. In this session, we focus on personal leadership. The idea that I am personally
responsible for my actions, and finding the motivation to improve. More specifically, we change
the idea from “finding” motivation to “hacking” motivation.
Motivation is often thought of as an outside force over which I have no control. The more
powerful notion is the intrinsic force that propels me to my best self. Taking control of that
force is hacking motivation.
All humans are searching for security and significance.
Am I secure in my basic needs being met, and is my work important or valued. We help
managers at all levels understand this principle and employ it. If we are able to create an
opportunity for team members to feel significant it resounds throughout all other measures of
success. Retention certainly increases. Productivity goes up.
With statistics like this, retention is at a premium. However, retaining key personnel is more
possible than we may presume. Major indicators of job satisfaction are within our control. We,
as leaders, can increase employee engagement though practical, tangible steps.
Ubuntu is a complex word from the Nguni language with several definitions, all of them
difficult to translate into English. At its broadest levels it is interpreted as human kindness and
connectedness. A more literal scope suggests “a person is a person through other people.”
At Paradigm Shift, we use this universal ideology to expose teamwork in a new way. We learn
that I am an individual, and that is important, meaningful. But I am also connected to all
others on the team. How then, do we maintain our individualism and personal strengths while
combining with others in a functional team dynamic?
We use date, metrics, and important statical information to measure success. We describe
organizations as if they are an embodied being of some kind with the power of reason and
Behind every number is a person. Within every organization is a group of people that make up
that organization. When you remove the people from any of these circumstances, the entity
ceases to exist. The baseline cannot be ignored. When managers, at all levels, understand
this it changes the way we lead people.
Increasing trust among team members is essential to building influence from leaders. In other
words, if leaders want to be successful, they must have the trust of the team.
We unearth behaviors that build trust and demonstrate ways leaders can embody those
behaviors every day.
What drives your organization?
Every leader within an organization has an answer. Hopefully, that answer is the same
throughout the flow chart. Theoretically, mission statements and listed core values should be
the answer. More often than not, however, these answers ate not consistent throughout an
organization. Mission statements are just a plaque on a wall. Core values are just listed on a
website and never visited, let alone enacted.
In this workshop, we discuss how to make the values of an organization relevant to its
employees. We work with leaders to understand values at a practical level, and use those
values to guide decision making.
The 9 Box model is widely used for succession planning. We take this model to the next level
and incorporate it into your future casting and planning. Everything your team needs to
conduct 9 box surveys, and hold healthy conversations is included in this material.
We have developed a proprietary material covering what we call the “Seven Levels of
Influence.” John Maxwell said, “Leadership is influence.” We take this idea and make it
incredibly relatable for every person in an organization. Each level can be a stand-alone
workshop, or used in conjunction with others.
Only 1% of employees report being disengaged when our direct supervisor recognizes just
one of our strengths. The input we have over our direct reports job satisfaction is staggering.
By all indicators, this relationship with our immediate supervisor decimates our contentedness
in our jobs. When we are content, we work better.
What makes a great organization great?
How do we consistently improve to be the best version we can be?
Why do some organizations thrive while others barely survive?
In this workshop, we discuss both the matrices and strategies to take your organization to the
next level. It is important to understand where we are and where we want to go. This
workshop introduces ideas to connect those two positions.
Change is inevitable. It is the duty of leadership to guide people through change to a new
place better than they were before. The best practices are not only to manage change, but to
embrace change. In fact, change management is a misconception. If change happens beyond
our control there is no “management” of that change. We must guide the things under our
control. We must use the change to improve. We must lead people.
We firmly believe in using your strengths to your full potential. Play to your strengths and
manage your weaknesses is a powerful mantra. In this workshop, we help people discover
their strengths (assessments are available), recognize their strengths, and capitalize on their
When we have people functioning in their strengths, we create an opportunity for them to
thrive. They have a higher satisfaction in their work. They have increased confidence in their
contribution. When people feel strong, they work their best. We can help with that.
Where you are today as a leader is not where you will always be.
“Leadership ability is the lid that determines a person’s level of effectiveness. The lower an individual’s ability to lead, the lower the lid on his potential.” – John Maxwell
There are very few “perfect” leaders in the world. The effectiveness of your leadership is
based on aspects such as your vision, your past results, your people skills, your dedication to
success, etc. Every organization has leaders that are on different levels. It becomes difficult to
lead those who have a higher leadership lead, however, playing to your strengths, and finding
areas in which you can grow will start to raise your lid.
Every leader can grow, but it takes a dedication to do so and a willingness to work for it.
Who are you influencing?
Leadership does not come with a title. If people do not follow your lead, it does not matter
whether you are a director, manager, or even a CEO. The best leaders realize that leadership
is about raising people to their highest potential. According to Maxwell, “the proof of leadership
is found in the followers.” What type of influence are we offering those who look up to us?
Your habits determine your destiny.
It is easy to see what path you are headed on if you take a step back and observe your
priorities, daily habits, passion, and disciplines. Being in leadership means being mindful of
those factors as you work on personal growth. It also means that we need to set those we lead
on a course for success as well.
“A good leader remains focused… Controlling your direction is better that being controlled by it.” – Jack Welch
A true leader does not only cast the vision on the goals they would like to meet- they navigate
to the path that will get them there. Keeping in mind their past experiences, successes and
failures, great leaders are able to look ahead to see where conflicts and challenges might
The Law of Navigation is where leadership differentiates itself from other voices wanting to be
Mature leaders listen, learn and then lead.
As others follow, leaders who are good influencers intentionally make themselves valuable to
others. Serve others. Find out what their goals, passions, desires, and priorities are and then
figure out how you can help them get where they are wanting to go.
Trust is the foundation of Leadership.
Leaders gain trust by making sound decisions, admitting their mistakes, and doing what is best
for their followers instead of themselves. Trust is the most important element in leadership. You
cannot expect to influence followers if they do not trust you. If you don’t have trust, you don’t
Leadership is voluntary.
People that respect you will follow you. However, once that respect is lost, so is your influence
over them. Build Trust. Add Value. People follow leaders that are stronger than themselves.
One of the greatest strengths of a leader is their ability to know what is going on without having
all the facts. When leaders are “tuned in” to leadership dynamics, they sense situations and its
possible effects, and are able to be proactive in those situations before it starts to affect others
on the team. Because of this, they are able to keep employee morale high, balance their team
attitude, and develop a better chemistry amongst their team
“Who you are is who you will attract.”
The most important thing about growing an organization is to grow its leaders. The leaders of
an organization is what shapes the culture of the organization. Their attitude will attract those
with similar attitudes. Their personality will attract those with similar personalities. Their goals
will attract those with similar goals.
If you want to have the best team, become the kind of team member you are looking for.
Through value, comes connection.
People will not buy in to your vision if they do not see the way you value. Genuineness
breeds trust. To truly connect with people, you must meet people where they are. Show them
you want to help them, and be true to your word. “People don’t care how much you know, until
they know how much you care.”
One of the most important decisions a leader can make is who they choose to surround
themselves by. This one decision will either help them or hurt them. Great leaders surround
themselves with those they admire and respect. To maximize your potential, surround yourself
with those you want to become like as you grow.
“Enlarging others makes you larger.”
Insecure leaders undermine potential and hinder growth. Great leaders give authority to others
and empower them to achieve. When you put others down, you lose any power to lift others
up, but as you develop individuals around you, you develop yourself as a leader.
If those around you admire you, they will copy you. Corrupt leaders develop more corrupt
leaders. Those who lead with integrity and show the way with the right actions will develop
leaders who are upright and successful.
People do what people see. Everything rises and falls on leadership.
It’s not about what you do. It’s about who you are.
People follow those they trust. You cannot expect others to share your vision if you do not first
give them a reason to believe in you. You cannot separate the leader from the cause they
promote. If the credibility of a leader is questionable, their cause will automatically attract
negative feedback. In order to buy in to the vision, people need to first buy in to the leader.
Do not accept a “no-win” scenario.
When challenges get difficult, good leaders maintain a “no-quit” mentality. They take their
previous experiences and use them to focus in on achieving success. Once the path to victory
is found, the responsibility to get creative in a “no-win” situation falls on the leader.
When you have momentum, even the most complicated tasks seem possible.
It is hard to slow down a team or organization that has momentum. However, building
momentum is where the challenge lies. It is the duty of a leader to not only make sure
momentum is created, but to also ensure that the momentum is in the right direction.
“Momentum is the only thing that makes the difference between losing and winning.”
– John Maxwell
There is a difference between being productive and being busy.
“The Pareto Principle” says that if you spend most of your time working on things in the top
20% of importance, you will get an 80% of return you are looking for. What are some tasks you
do that just keep you “busy”? Who can you delegate to who will learn from those tasks? What
can you do that only you can do?
“A leader must give up to go up.”
It is not about the power and perks that come with fancier titles. There is no success without
sacrifice, and quality leaders understand this to the core of the message. The heart of a leader
should be willing to put others ahead of themselves if that is what is best for the team.
The right action at the wrong time, is the wrong action.
Timing in leadership is one of the most important skills a leader can have. Knowing the right
time for an action comes with intuition, experience, and discernment is the hardest lesson any
leader will learn.
Treat everyone differently.
While focusing on strengths instead of weaknesses, good leaders realize that everyone is at
different stages in their developmental process. In order to achieve explosive growth, leaders
need to lead leaders. Focusing on the development of the top 20% of people around gets
organizations further than focusing on the helping the bottom 20% catch up.
What are you doing with your team now that will enable them to do great things without you in
Building sustainable systems and business models is not the most important part of having a
successful business. Good leaders are judged by how well the people they invest in carry on
after they are gone.